Internalisation thinking: From the multinational enterprise to the global factory

By Peter J. Buckley. 2009

224 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/500e6698608c56dc7c8a1e4126256036afe28715

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Global platforms and ecosystems: Implications for international business theories (2019, background): “Buckley (2009, 2011) alluded to the above by the ‘‘global (virtual) factory’’ notion to characterize a business network in which an MNE may be a lead member in key or highly value added areas.”
The Economic Geography of Offshoring: The Fit Between Activities and Local Context (2011, unknown): “This discussion spans the boundaries of international business, economics, and economic geography and identifies a trend emerging among MNCs, where firms ‘slice’ their value chain activities more finely and seek to find optimum locations for each closely defined activity and optimum governance mode ”
Enforcing higher labor standards within developing country value chains: Consequences for MNEs and informal actors in a dual economy (2019, background): “…and the growing use of non-equity modes sparked a realization that an MNE might engage in active control of offshore activities without ownership, suggesting that the ownership boundaries of the MNE did not have to reflect the control boundaries of the MNE (Buckley, 2009; Strange & Humphrey, 2019).”
International corporate governance: A review and opportunities for future research (2019, background): “…are intensifying (Luo, 2005a) and new types of MNCs are challenging traditional corporate governance models and theories, such as emerging marketMNCs (Cuervo-Cazurra & Ramamurti, 2014; Jackson & Strange, 2008) and the increasingly devolved and network-like “global factories” (Buckley, 2009).”
The nature of innovation in global value chains (2021, background): “operates as a harmonious whole, which requires them to build the necessary “architectural knowledge” (Larsen & Pedersen, 2014) and “controlling intelligence” (Buckley, 2009) that allows the identification and resolution of system-wide bottlenecks in the GVC.”
The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “This is an important element in the search for better theories on how MNCs respond to changes in the global environment (Buckley, 2009).”
A dynamic capabilities-based entrepreneurial theory of the multinational enterprise (2014, unknown): “…that set challenging and interlinked short- and long-run targets, and that reward high performers and retrain/fire low performers” (Bloom, Genakos, Sadun, & Van Reenen, 2012).44 Many best practices, however, diffuse rather quickly in a world where everyone has access to similar benchmarks.”